Elevating People.
Inspiring Trust.
Delivering Results.
I believe great engineering organizations don't happen by accident. They are built by investing in people, creating environments where trust and accountability thrive, and empowering teams to solve meaningful problems. When people grow, customers benefit, and businesses succeed.
My role is to build an environment where talented people can do the best work of their careers. This always leads to extrodonary results that we can all be proud of
My Operating Principles
guiding every decision I make
Leadership begins with authenticity.
I lead as my authentic self — honest, transparent, and human. Everything else builds from that foundation.
The Result
- High-performing teams
- Meaningful products
- Strong businesses
- Sustainable impact
Outcomes aren't a hope. They're the result of how we lead.
When these principles become part of an organization's culture, teams thrive, customers win, and the business grows.
- 1Elevate PeopleInvest in people first. Coach, challenge, and empower others to grow. Give people meaningful ownership, set high standards, and hold one another accountable.
- 2Build TrustTrust is earned through integrity, accountability, and honest conversations. Strong teams move faster because they know where they stand.
- 3Create AlignmentCreate a shared understanding of where we're going, why it matters, and how every team contributes to the mission.
- 4Create ClarityClear priorities, ownership, and expectations allow teams to make better decisions with confidence and autonomy.
- 5Think in SystemsThe best leaders don't ask people to overcome broken systems. They continuously improve the environment, processes, and feedback loops that enable teams to succeed.
My Journey So Far
Four Chapters that shaped how I build, lead, and think
CommandLink
Vice President, Software Engineering & Products
May 2024 – June 2026
Scaled an engineering organization from 30 to 60+ while growing new SaaS products, modernizing the platform, and strengthening how teams built and released software. It was also a lesson in scale: what works at 30 people doesn’t work at 60, and great leaders have to evolve themselves, their systems, and their organizations as they grow.
Ritchie Bros. / Xcira
Vice President, Software Development & Infrastructure
August 2015 – May 2024
Spent nearly a decade building technology for the complex world of live auctions and marketplaces, while growing engineering teams and modernizing the platform from legacy client-server systems toward cloud, web, mobile, and service-based architecture. This chapter taught me how to modernize critical systems without losing sight of the customers and businesses that depend on them every day.
Wolters Kluwer TeamMate
Enterprise Agile Coach & Release Manager
January 2013 – August 2015
Stepped outside traditional engineering leadership to focus on how large organizations build and deliver software. Helped evolve the SDLC using Agile practices across both legacy client-server and modern SaaS products supporting mission-critical tax and audit work for major enterprises and government agencies. This chapter shaped how I think about systems and processes, continuous improvement, and enabling teams to deliver effectively at scale.
Gearworks / Xora
Senior Engineer, Architect, Director of Engineering
June 2004 – January 2013
Grew from a hands-on software engineer into engineering leadership while building mobile workforce technology before smartphones and GPS became commonplace. Experimenting with distributed teams in Belarus taught me how to lead across distance, cultures, and time zones—and that great teams are built through trust, communication, and shared purpose, regardless of where people work.